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âWe doen een infosessie, stellen enkele AI-champions aan, en klaar is kees.âÂ
Herkenbaar? Veel organisaties proberen AI te implementeren zoals ze dat eerder deden met nieuwe tools, processen of software. Maar hier is het ding: AI is geen klassieke tool. Het is een totaal nieuw soort collega.
En...
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Je kent het gevoel misschien wel. Je werkt maandenlang aan een belangrijk veranderproject. Je verkent de context, bepaalt een visie, kiest zorgvuldig oplossingen en software uit, en bereidt alles stap voor stap voor. Jouw team groeit intussen rustig mee in de verandering. Jullie wennen geleidelij...
Wanneer een nieuwe softwareoplossing wordt geĂŻntroduceerd, is de grote vraag: wie zorgt ervoor dat mensen het ook daadwerkelijk gebruiken? Is het de verantwoordelijkheid van de softwareontwikkelaar, de implementatiepartner of de klant die de software binnen de organisatie introduceert?
Het antwoor...
Managing change can feel like navigating a storm: stakeholders pulling in different directions, resistance building up, and priorities shifting constantly. Sound familiar?
The good news? Change doesnât have to be chaotic. With the right structure, it becomes manageable, even exciting. Thatâs exac...
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Over the years, we've worked extensively with Rick Maurerâs three levels of resistance:
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âI Donât Get Itâ â Cognitive resistance, where people struggle to understand the change.
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âI Donât Like Itâ â Emotional resistance, driven by fear, anxiety, or frustration.
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âI Donât Like Youâ â T...
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Why do so many organizations attempt change, but so few succeed?Â
Weâve all heard the corporate promises: âWe are a change-driven organization!â or âPeople are at the heart of our transformation!â, yet many initiatives fail somewhere between intention and reality.
Organizational change often do...
 Self-control is often seen as the key to success. Whether it's healthy habits, sustainable behavior, or productivity improvements, the underlying assumption is that discipline and willpower are necessary to achieve long-term goals. But what if this classic approach is incomplete?
The study âPleas...
 Have you ever invited someone you donât particularly like to a party just because they invited you to theirs a few months earlier? Thatâs human nature. Itâs the psychological principle of reciprocity at workâwe feel compelled to return a favor.
Reciprocity is about balancing the scales: when someo...
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What you create or invest effort in, you value more than what others create.
This is the IKEA Effect, named after the Swedish furniture retailer. Many people think IKEA is successful because of its affordability, but thatâs just one part of its value proposition. The other important aspect is al...
Once you take the first step, the next one becomes easier. Humans have an ingrained desire to act consistently with past actions. When we make a decision, we convince ourselves it was the right choice. This is the essence of commitment and consistency.
These principles create personal or social pre...
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Psychological inertia often manifests in organizational change as resistance to action or a tendency to maintain the status quo unless driven by a strong psychological motive. While similar to status quo bias, psychological inertia differs as it actively suppresses action, driven largely by fear,...
Managing change is about helping people. Make it easy and enjoyable for people to adapt to change. âHelp me!â is the call that every people-centric change manager picks up from the plethora of feedback in organizations. You can help people change during the implementation of a program, but you can a...
